Chairman & CEO SVP & CFO 1
Included in this presentation are forward-looking management comments and other statements that reflect management s current outlook for future periods. As always, these expectations are based on currently available competitive, financial, and economic data along with our current operating plans and are subject to risks and uncertainties that could cause actual results to differ materially from the results contemplated by the forward-looking statements. The forward-looking statements in this presentation should be read in conjunction with the risks and uncertainties discussed in our filings with the Securities and Exchange Commission ( SEC ), including our most recent Form 10-K and other SEC filings. 2
BUSINESS & CATEGORY PROFILE DELIVER SHAREOWNER VALUE CRS & KEY TAKEAWAYS 3
BILLION NET SALES MILLION CONSUMERS BILLION SERVINGS ANNUALLY PRODUCTION FACILITIES THOUSAND EMPLOYEES Preeminent Western European bottler 2014 10-K, rounded 4
VISION STRATEGIC PRIORITIES Be the best beverage sales and service company LEAD EXCEL DRIVE category value growth at serving our customers with world class capabilities an inclusive and passionate culture Deliver consistent long-term profitable growth 5
LARGE CATEGORY GROWING CATEGORY LEADING POSITION Participating in an attractive category 6
~$29B 2014 NARTD Growth 1 Measured Channels (Retail Value) $38B 2 $67B $29B 1 Retail Value Measured Non- Measured Channels Channels +2.0% +0.6% Sparkling Still & Water NARTD +1.2% 1. AC Nielsen FY14, rounded 2. Canadean FY13, excludes tap/bulk water & dairy, rounded 7
2013 NARTD Indexed to FMCG Retail Value Growth 1.1x 2014 FMCG NARTD 1.7x While FMCG and NARTD have been negatively impacted by challenging conditions - NARTD continues to grow faster than FMCG average AC Nielsen 8
CCE Share Ranking 1 CATEGORY & SEGMENTS VALUE VOLUME NARTD Composition & CCE Mix NARTD 1 1 Colas 1 1 Sparkling Flavors 1 1 46% 35% 87% Sparkling Stills Water Energy 3 3 19% 10% 3% Stills & Water 3 5 NARTD Value 1 CCE Volume 2 1. AC Nielsen FY14 2. CCE Internal Reports CCE is focused on high-value segments 9
Coca-Cola Trademark Sparkling Flavors & Energy Stills 69% MIX 18% MIX 13% MIX Grow sparkling segment Selectively grow value share CCE Internal Reports, rounded 10
Successful Brands & Packages Solid Marketing & Execution Great People 11
2015 Highlights Coke Zero continue to build consumer equity VALUE SHARE in all territories VOLUME SHARE in all territories Diet Coke Regret Nothing campaign Coca-Cola Life territory expansion Package Innovation AC Nielsen FY14 12
Coca-Cola Zero Volume Growth 2 2014 Growth 1 Growing value share double-digits Growing volume share in all territories 2012 2013 2014 1. AC Nielsen FY14 2. CCE Internal Reports 13
Aug 2014 Sep 2014 Dec 2014 Jan 2015 Feb 2015 1/3 less calories, great cola taste 14
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2014 CCE Energy Share 17.2% value share, growing +50 bps vs. PY 15.5% volume share, growing +130 bps vs. PY AC Nielsen FY14 16
2014 growth of 5½% led by smartwater and Chaudfontaine smartwater introduced in GB in 2014 Continue expansion of smartwater in GB CCE Internal Reports 17
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Small Baskets Discount Channel Digital Sales Cold Channel 20
COKE WITH MEALS 21
Procurement, Production, and Logistics Excellence Pan-European scale supported with global procurement capability Flexible & efficient logistics Cost-efficient production & expandable infrastructure Responsible & sustainable 22
Production line upgrades New vapor distilled process Equipment investment Technology investment Flexibility enables rapid deployment of innovation 23
Standardized e.g. channel-focused sales and marketing organization Centralized e.g. shared services center Improved e.g. cold-drink equipment service activities Continually enhancing our operating model to drive sustainable future growth 24
Experienced team Solid bench strength Focus on diversity Investing in capabilities Drive an inclusive and passionate culture 25
BUSINESS & CATEGORY PROFILE DELIVER SHAREOWNER VALUE CRS & KEY TAKEAWAYS 26
Consistent earnings in line with our long-term objectives Maximize free cash flow (FCF) and maintain financial flexibility Increase return on invested capital and deliver shareowner value Deliver consistent long-term profitable growth 27
Drive Cash from Operations Grow profitably while investing CapEx prudently Optimize Capital Structure Maintain target leverage range Opportunistically Invest and/or Return Cash to Shareowners Invest in high return M&A opportunities and/or return cash to shareowners Focus on total shareowner return 28
$524 FCF in millions $677 $600- $650 Increasing cash from operations Proven ability to manage CapEx 2013 2014 2015E Significant FX headwind in 2015 at recent rates Earnings Release; 2015E as of Feb 12, 2015 29
FCF as a % of Net Income 76% 90% Over time, we expect FCF to more closely align with Net Income 2013 2014 Focus on annual ROIC improvement CCE internal Reports (excludes asset disposals); rounded 30
COGS Mix Maintain and opportunistically expand gross margins ~85% of COGS is variable, while ~15% is fixed 15% 10% 45% Of commodity-based costs, ~half are related to conversion 30% Concentrate, Finished Goods Commodity Based Costs CCE Internal Reports; rounded Manufacturing, D&A, A/O Excise Taxes 31
Supply Chain 30% Sales & Marketing 30% General Admin 30% Labor 45% Non-Labor, 45% Non-US 93% Expand operating margins with modest SD&A leverage Ownership Cost Management approach D&A 10% D&A 10% US 7% Flexible routes-to-market allows us to work with customers to optimize delivery CCE Internal Reports; comparable; rounded 32
Capital Mix Long-term target 4.0% 4.5% of net sales 13% ~2/3 supports growth 31% 56% ~1/3 maintains existing assets 10-K 2014 Operations Cold Drink, Equipment IT, Other 33
Net Debt 1 to EBITDA 1.6x 2 1.7x 2.0x 2.6x 2.6x 2010 2011 2012 2013 2014 Long term target range 2.5x 3.0x 1. 10-K; Net Debt is total 3rd party debt less cash & cash equivalents; comparable EBITDA 2. Pro forma FY10 assumes D&A of low to mid $300M 34
620 250 425 Debt Maturity ($M) 520 545 420 420 420 300 15 16 17 18 19 20 21 22 23 24 25 25 Annual maturities are < annual FCF 10-K 2014; CCE Internal Reports; rounded 35
OPPORTUNITIES Core business growth Adjacent territories and adjacent categories Other territories New business EVALUATION CRITERIA Cash flow of existing business Incremental value creation by CCE Incremental value to CCE s core business Risk, cost, and timeframe Opportunities evaluated against alternatives, including return of cash to shareowners 36
Annual Cash Available as % of Market Capitalization ~6-7% ~2-3% ~8-10% Net Income Organic growth while maintaining debt leverage + = Annual cash available Opportunity to generate significant cash annually for M&A and/or shareowners CCE Internal Reports; rounded; illustrative 37
Increased 2015 Annualized Rate By 12% $1.20 $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 05 06 07 08 09 10 11 12 13 14 15E 8 consecutive years of increases 10-K, CCE Internal Reports; rounded 38
$3.6B Share Repurchase Dividends Cash Distribution $1.0B $1.0B $1.2B $1.2B 2010 44% 2011 12% 2012 11% 2013 11% 2014 11% % of Mkt Cap ~$8B of cash returned after the formation of new CCE through 2014 10-K; YE market cap; CCE Internal Reports; rounded 39
During 2011, we outlined a $4.5B opportunity through 2014 2H11-2014 ($B) OPPORTUNITY 1 RESULTS 2 Free Cash Flow 3 2.5 2.7 Balance Sheet 2.0 1.7 Total 4.5 4.4 While the environment was more challenging than expected, we delivered ~$4.4B in cash 1. 2011 Investor Event presentation 2. 2H11-2014 FCF from historical earnings releases and 10-Ks; Balance Sheet represents net debt issued less debt retired; rounded 3. FCF adjusted for cash restructuring, cash tax, pension contributions in excess of pension expense; rounded 40
Realistic about the continued challenging environment and the impact of currency translation History of, and commitment to, managing the levers of our business to deliver value Favorable and flexible capital structure Focus on generating cash from operations, consistent long-term profitable growth and driving shareowner value 41
BUSINESS & CATEGORY PROFILE DELIVER SHAREOWNER VALUE CRS & KEY TAKEAWAYS 42
Food/Beverage Rankings #1 #2 Improve operational effectiveness Increase engagement and advocacy Enhance relationships with communities 43
Water Use Ratio Water Used To Make 1 Liter Of Product Energy Use Ratio Energy Consumed Per 1,000 Liters Of Product 2007 1.64 2010 1.48 2012 1.4 1.36 1.2 2014 2020 target 91 2007 88 2010 82 2012 74 75 2014 2020 target Decreasing environmental impact while reducing costs CCE Internal Reports 44
Challenging macroeconomic environment Increasing focus on health and well-being Risk of increased taxes Though optimistic long-term, we are realistic about the current environment 45
Operating environment remains challenging Financial priorities focused on long-term profitable growth Track record of, and focus on, delivering shareowner value CCE is executing our strategic priorities 46
Chairman & CEO SVP & CFO 47